Be Aware to the Characteristic of your Interviewer
First impressions matter. This principle holds true during a job interview, especially because the interviewer and candidate are spending so much time together. In order to make that first impression, it is crucial to understand what type of characteristic you should be aware of during your interview.
There are many different types of questions an interviewer will ask during a job interview. From behavioral questions to those of interest, interviewers are eager to learn how you will fit into the company. The first impression that you make will have a lasting impact on your being hired by the company.
Therefore, it is essential for candidates to know what type of characteristic they should be aware of during their interviews. It is not always easy for candidates to be aware of different types of characteristics because interviews are often very loud and crowded. However, it is important to remain alert during your job interview in order to determine the interviewer's type based on his or her questions and mannerisms. Below are several types of characteristics applicants should be aware of during their interviews:
1.) Consistent Behavior [Articles]
2. ) Variable Behavior [Articles]
3.) Mixed Behavior [Articles]
4.) Extreme behavioral [Articles]
5.) Congruent and Incongruent Behavior. [Article]
6. ) Behavioral Characteristic Domains. [Article list]
7. ) High Level Examiner (Assessments)
Cognitive, affective, and conative domains are all situations that influence the interaction between a person and their environment, or between individuals themselves. These situations have been analyzed by looking at learning theories because of their impact on people's interactions with each other and the overall quality of work done in any given situation.
The most obvious domain of behavior is clear and precise communication. Clear and precise communication is not only characterized by the existence of verbal stimuli that are being responded to, but physical stimuli that are also present. Kinesthetic or physical stimuli can be used in order to create a sense of congruency or incongruency when asking questions as well as when providing answers during an interview. This helps in guiding the conversation and helps guide the interaction between interviewer and candidate.
A good example of this would be how role-play exercises may be more effective when using kinesthetic stimuli, rather than for example, verbal stimuli alone because physical responses help to guide the interviewee through a situation.
The next domain is one of affect. Affective stimuli can be understood to be the emotions and reactions of the interviewer and interviewee. These stimuli are more important than visual stimuli, because without the emotions, there would be no interaction between interviewer and candidate. While differences in emotional reaction may not directly affect an interviewee, they can still have a profound effect on an interviewee's ability to perform well in a job. For example, if an interviewer appeared angry or irritated during a job interview due to personal problems at work or work-related stressors, that could influence the outcome of an applicant's performance. This is one of the reasons why it is best to try and eliminate distractions in order to reduce variance of affective stimuli during an interview.
The next domain is based on a person's ability to process information. This domain is heavily related to the conative domain, because they both influence each other. Knowledge and memory can be considered both cognitive and conative domains. Even though a person may appear able to do any task by reading off of instructions, this does not mean that they are performing well in a task if their knowledge base does not support that task. For example, if a person appeared competent during the interview due to their ability to recall information, their performance could be affected negatively if the interviewer asks them a question that requires specific knowledge or expertise in order to answer it properly. This is why it is important for interviewers to ask questions about previous experiences and how candidates handled them.
Behavioral characteristics can be used as a predictor on how well an applicant will perform in a job. For example, if there is incongruence in behavioral characteristics between the interviewer and interviewee, there will be less of a chance of congruence between the two parties, thus creating an environment of variance. Variance, in turn, shows how well candidates will perform on the job. This is important for interviewers because it gives them more information about candidates before hiring them. It may be possible for an interviewer's style to predict how well an applicant will do on the job without any further explanation from the interviewee.
Interviewers often use behavioral characteristics to determine if the candidate is a good fit for their company. The most common behavioral characteristics to determine whether or not a candidate is a good fit for a particular job are congruence and incongruence. According to the Social Exchange Theory, congruence and incongruence are very important in predicting the long-term success of an applicant. Congruent employees are more likely to be hired because they are easier to work with, while those who are incongruent may cause problems in the workplace.
For example, if a candidate is considered congruent for a supervisor position and is hired for that job, then there will be congruency between the supervisor and their subordinates. This leads to more productive relationships among coworkers. However, if an interviewer was interviewing someone for a supervisor position who is incongruent for that position, there would be poor decisions made by both the interviewer and interviewee. This creates a consistently inconsistent relationship, which can create problems throughout the workplace. Both congruence and incongruence can have major effects on productivity and performance, but having a high level of congruence in an interviewer's behavioral characteristics will lead to better performance by the candidate being interviewed.
The Social Exchange Theory states that expectations for behavior are based on interaction with others and the exchange that occurs between these individuals. Most of these behaviors consist of congruent or incongruent exchanges between two people, thus they are strongly related to each other. These factors involve positive and negative exchanges that happen within an organization's structure because they are based on how well candidates will respond to specific situations.
In order for the conative domain to function effectively, it must be based on positive exchanges. By allowing for positive exchanges, it will help reduce stress and anxiety for candidates as well as creating a better learning environment for both parties. However, if there is a negative exchange between interviewer and interviewee, then this will directly affect the conative domain because there would be inconsistency between the two parties involved.
Emotions are a major part of conative stimuli because they involve how well people communicate with each other in certain situations. These emotions can vary depending on different factors such as whether or not an interaction was successful or unsuccessful. The importance of emotions can be measured using emotional intelligence.
Conclusion
The conative domain is one of the most important domains in the interview process because it can influence a lot of different aspects that shape the outcome of the interview. The conative domain can affect a variety of other domains, such as cognitive, behavioral, and social domains. These four domains are all interrelated and work together to predict how well an applicant will do on the job. This is why it is important for interviewers to use all four domains to form their judgments about whether or not an applicant will be successful in a specific domain. If a candidate does not perform as expected during an interview, there could be many different reasons why they may have performed poorly during the interview.